The Matrix System at Work - Independent Evaluation Group - World ...

ENDNOTES
appropriately assessed by the Bank. Ownership may be strong enough to be rated “abovethe-line,”
but the program may still be unrealistic if it relies too heavily on government
commitment to implement reforms without adequate safeguards built into the program’s
design. In this way, each rating was isolated from the others to the extent possible.
25 The Pearson correlation coefficient is 0.68, and statistically significant at 95 percent
confidence.
26 Improvements may be related to the introduction of results-based CASs—required to
include a results framework and expected to be oriented to achieving specific and realistic
outcomes—which were piloted in FY03-04 and required beginning January 2005.
27 From “Country Survey 2010 Review,” World Bank.
28 Insert specific reference from CAS Retrospective 2009.
29 See IEG 2009c. Improving Effectiveness and Outcomes for the Poor in Health, Nutrition, and
Population: An Evaluation of World Bank Group Support Since 1997. Washington, DC.: World
Bank
30 An internal website describes the Bank’s sector and thematic coding system as follows:
“The purpose of Sector and Theme codes is to facilitate reporting of Bank activities by
sectoral/thematic cut at corporate level. Sector codes are used to indicate which part of the
economy is supported by the Bank intervention while theme codes are designed to capture
Bank support to corporate priorities such as Millennium Development Goals or global
public goods.”
31 Of the amount reported by IAD, IEG’s numbers show $8.5 million in FY10 for sector
strategy development and $6 million for CASs.
32 In contrast, the 2009 CAS Retrospective found the average cost of a CAS to be $236,000
during the FY06-09 period.
33 According to the Bank’s business process dictionary, development of sector strategies
includes preparation of concept note, background papers, strategy development, and
external/internal consultations. For the purposes of this analysis only the product line code
for sector strategies and internal orders were considered, removing $3.7 million in economic
sector work and $54,000 in knowledge products assigned to the sector strategy development
business process.
34 Strategies approved during FY02-10 period include “Private Sector Development
Strategy—Directions for the World Bank Group,” “Information and Communication
Technologies,” “Reaching the Rural Poor: An Updated Strategy for Rural Development,” “A
Revised Forest Sector Strategy,” “Water Resources Sector Strategy Paper and Business Plan -
Management Note and Revisions,” “Water Supply and Sanitation Sector Business Strategy,”
“Empowering People by Transforming Institutions: Social Development in World Bank
Operations,” “Financial Sector Strategy for the World Bank Group,” “Healthy Development:
The World Bank Strategy for Health, Nutrition, and Population Results,” “Strengthening
World Bank Group Engagement on Governance and Anticorruption,” “Safe, Clean, and
Affordable Transport for Development. The World Bank Group’s Transport Business
Strategy, 2008-12,” “Development and Climate Change: A Strategic Framework for the